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JetBlue Airways is only five days away from entering the Boston market by establishing a presence at Logan International Airport. The VP of strategy for JetBlue considers the range of potential competitive responses that he might expect from such established airlines as American Airlines, so he can anticipate and prepare. As the largest major carrier operating out of Logan, American had more at risk than the other major carriers and had not yet decided how best to compete with the LCCs. How would American respond?

Amazon.com had purchased Zappos in 2009 and was making significant investments in warehouse infrastructure. By early summer 2012, Zappos, a dominant player in the crowded online retail apparel and footwear arena must decide whether to retain its warehouse complex in Kentucky, which it had maintained since 2002, or turn over the operations to Amazon. Should Zappos continue to operate as an entity external to its parent company? Or would advancements and changes in the market be disruptive enough to force Zappos to change in order to remain competitive?

GOJO Industries, a U.S.-based hand hygiene company, plans to use sustainability as a business strategy in its big hairy audacious goal of reaching one billion people every day by 2020. It has developed a six level framework to embed sustainability throughout every aspect of the company internally and to assess its successes in the following areas: mitigating risk; reducing energy, waste and materials; differentiation; entering new markets; protecting and enhancing brand; and influencing industry standards. The company has a long history of using sustainability to drive innovation and facilitate expansion into new markets and sees sustainability as a key differentiator from its competitors to achieve its goal. In order to so, the company must also consider the importance of employee engagement in order to further embed sustainability and increase the number of people it reaches with its products.

This case explores the opportunity to purchase the condominium management business of a distressed real estate developer by Advantage Partners, a leading Japanese private equity firm. The case explores investment structuring, bidding strategy, and the ability of private equity firms to add value. The role of private equity in Japan is also explored and allows students to compare the Japanese merger and acquisition market to the U.S. and Europe.

This case presents the final decision and outcomes for the (A) case.

In 2007, Cynthia Carroll, the newly-appointed chief executive of mining giant Anglo American, ordered the temporary shutdown of Anglo American Platinum's Rustenburg, South Africa mines in response to a spate of deaths at the operations. The case lays out Carroll's requirements of what had to be done before the Rustenburg mines could restart operations, including the implementation of a new safety program for tens of thousands of workers that called on the help of executives from other Anglo American businesses. The shutdown disrupted operations and incurred substantial costs.

Southwire, a leading maker of cable based in rural Georgia, has partnered with the local school system to staff a factory with at-risk high school students. The positive impact on student outcomes has been remarkable, and the factory makes a profit for the company. Now leaders of the effort wonder how they can encourage other businesses to launch similar win-win partnerships with educators.

Southwire, a leading maker of cable based in rural Georgia, has partnered with the local school system to staff a factory with at-risk high school students. The positive impact on student outcomes has been remarkable, and the factory makes a profit for the company. Now leaders of the effort wonder how they can encourage other businesses to launch similar win-win partnerships with educators.

Bridges Ventures, a UK-based impact investor with double-digit returns on its investments, is reflecting on its social impact and pondering its future course.

CapitaLand was Singapore's leading property developer. It was formed in 2000 though a merger between DBS Land (the property unit of Singapore's leading bank, DBS) and Pidemco Land, a Singapore government linked company. The Singapore government through Temasek Holdings (one of its sovereign wealth funds) held an equity stake of 40% at end-2011. Liew Mun Leong was the firm's first CEO from 2000 to 2012. CapitaLand decided to expand internationally because it felt that the Singapore market was saturated with limited growth opportunities. CapitaLand's initial focus was on a number of gateway cities, where it aimed to achieve critical mass. This strategy changed quickly with the new focus being on three core markets - Singapore, China and Australia. In expanding into new markets, CapitaLand began by sending out a high quality executive, who understood the firm and the way it operated, from headquarters to start the new unit up. The firm's objective was to transfer operational responsibility to local executives when this was possible. While it had made some progress in this regard, most senior executives - corporate officers and senior executives of business units - were still Singapore nationals.

The U.S. government responded to a surge of tire imports from China using Section 421 of the 1974 Trade Act. This allowed the U.S. government to impose a large increase in tariffs on imports of tires from China over a three-year period. Explanations for President Obama's decision to do this ranged from domestic political explanations-specifically, that he was caving into pressure from the USWA union-to arguments that he was defending the larger national interests.

Steward Health has raised private equity and has converted from not-for-profit to for-profit. The case describes its Accountable Care Organization (ACO) and asks whether it should continue this experiment.

This case explores issues faced by the corporate sustainability manager at the corporate headquarters of a large hotel group in a developing nation as she implements her company's corporate sustainability strategy through supplier partnerships with bottom-of-the-pyramid (BoP) social organizations. Under the rubric of responsible purchasing, the hotelier's "Creating Sustainable Livelihoods" initiative engaged cause-based nongovernmental organizations (NGOs) by exploring opportunities where the products or services of such organizations could substitute for similar products or services sourced from for-profit suppliers. The case illustrates the challenges inherent in a BoP responsible purchasing strategy, including the delicate balance between meeting business objectives while supporting social causes.

It was summer of 2013, and the news of cyber-attacks and information security breaches was on the rise in India, as it was worldwide. Incidents such as the Axis bank's cyber-crime incident and the news of the American National Security Agency's global e-surveillance were creating consternation and dilemmas in the minds of information security consultants. One such consultant owned and operated an information security company, Percept Softech, a Lakshyaa Technology Lab's Jaipur franchise. The consultant was bogged down by a number of problems and dilemmas. The first was his marketing and business growth strategy, which was not helping him in promotion of his business. Information security solutions, spying, vulnerability checks, key logging and allied propositions were difficult to promote. Managing young millennial talent was another major problem for him. Apart from the woes of business growth, inefficiency in promotion and talent issues, the consultant was now facing another dilemma. Should he start a new business away from the umbrella of the Lakshyaa Technology Lab? Should he partner with a detective agency? Or should he relocate from Jaipur to a more central location (such as New Delhi) where perhaps people would be more aware of the importance of cyber security and students would be more interested in pursuing cyber security training?

In 2013, New York City Mayor Michael Bloomberg tried and failed to institute a ban on serving sizes of large sugary beverages. Obesity posed a large public health risk to the city. Mayor Bloomberg's proposed ban was one of many attempts to combat the rising threat of obesity. The case discusses the efficacy of the proposed ban on large soda serving sizes in the context of the other anti-obesity initiatives crafted by Bloomberg's administration.

Cyprus is a small Mediterranean island located at the cross-roads of Europe, Africa, and the Middle East. Since its 1974 split, Cyprus has grown real GDP more than fivefold-in large part because of its development as an "international business" center. The country developed a large network of double-taxation-treaties (including some of the most robust agreements with Russia and other ex-Soviet Republics) that allowed it to serve as a tax-efficient conduit for international capital flows. In 2002 it acceded to the European Union and in 2008 to the Eurozone. However in 2012, facing fiscal deficits and an insolvent banking sector, the island became the fourth EU country to formally request assistance from the EC-ECB-IMF Troika. The final assistance package required a "bail-in" from uninsured depositors in order to return the nation's largest banks to solvency. How had Cyprus's development model contributed to both the island's financial crisis as well as the structure of its ultimate assistance package?

In 2004 Lenovo announced the decision to buy IBM's personal computer ("PC") business. Most people thought the Chinese company would burn its cash and fail. Lenovo proved them wrong, and by 2010 showed clear growth momentum and steadily increased its market share in the PC industry. In early 2013, Lenovo's successful "protect-and-attack" strategy has forced Dell to trail behind and enables the company to compete head-to-head with Hewlett-Packard to become the world's largest PC vendor. But IBM's leaving the PC industry proves the foresight of the world's oldest technology company. The PC industry is in the midst of a sweeping transformation, which started with the introduction of the iPhone in 2007 and culminated in 2010 with the launch of the iPad. By the end of 2012, over 212 million iPads and other modern tablets had been shipped, while PC shipments had shown continuing decline for four consecutive quarters by the first quarter of 2013. Will the company's "protect-and-attack" strategy still work in an industry in the midst of a structural change? Will it be able to sustain its competitive advantage in the new battlefield? Will the company be able to establish a global brand in the "smart connected devices" market?

Richard Lund had reached an important crossroads in his life. At age 65, Lund had had a great deal of success-and amassed much wealth-but he needed to devise a plan for the future. Namely, he needed to figure out what to do with the wealth of which he was so proud and that he had accumulated as a result of his own hard work and perseverance. This case describes a hypothetical investor faced with the challenges of philanthropy and its role in wealth management and personal objectives. Includes discussions of how much, when, why, and how to give.

This case focuses on the challenges and opportunities faced by a successful incumbent organization attempting to transform a large portion of its business from a traditionally product-centric operating mode to a platform-based one that leverages network effects to create durable competitive advantage. Strategic questions include the extent to which the organization should invest in platform initiatives, the appropriate resource allocation among various product and platform offerings, and the most beneficial business model for each of a few candidate multi-sided platform initiatives.